Chapter 15 Change Leadership and Stress Planning Ahead What is a learning organization? What are the challenges of change leadership? What is organization development? What are the implications of job and workplace stress? Schermerhorn - Chapter 15

Learning Organizations and Innovation What is a Learning Organization? a company that is able to continuously change and improve based on the lessons of experience able to change due to the people, values and systems Innovation is the way to gain competitive advantage so expect to change which sometimes causes stress and conflict. Schermerhorn - Chapter 15

Learning Organizations and Innovation Characteristics of learning organizations: Everyone sets aside the old ways of thinking. Everyone becomes self-aware and open to others. Everyone learns how the whole organization works. Everyone understands and agrees to a plan of action. Everyone works together to accomplish the plan. Remember Quadragraphics where you could outside your department and even to a management position so you understand above. Schermerhorn - Chapter 15

The Nature of Innovation Process of creating new ideas and putting them into practice process: better ways of doing things product: creation of new or improved goods and services Actually we want a competitive advantage that can be come a Distinctive Advantage – advantage that cant easily be duplicated by competitors. . Schermerhorn - Chapter 15

The Nature of Innovation Staffing supports innovation. Critical innovation roles include: Idea generators – Can you become creative? Information gatekeepers – let communication flow Product champions – Long term thing vs project mgr. Project managers (Usually designs and manages new products) Innovation leaders Schermerhorn - Chapter 15

The Challenges of Organizational Change/Learning Change Leader person who actively sponsors and leads the processess of change Quality Process initiator – use lean production specialists, use Six Sigma specialists, train your inside change leader in these areas. Schermerhorn - Chapter 15

The Challenges of Organizational Change Top-Down Change strategic and comprehensive changes are initiated with the goal of comprehensive impact on the organization and its performance capabilities Schermerhorn - Chapter 15

The Challenges of Organizational Change Bottom-up Change initiative for change comes from persons throughout an organization and are supported by efforts of middle and lower level managers acting as change agents If you decentralized, use cross-functional teams, concentrate improvements in value chain, work with supply-chain members, constantly support an open decentralized organizational structure, re-engineer process -- This will yield bottom-up change. Schermerhorn - Chapter 15

The Challenges of Organizational Change Targets for Change Tasks (organize jobs and work flow People (train and retrain) culture Technology (try to have technology be a solution and not the problem) Structure (may have to be bureaucratic at times but probably creative people can come up with some solutions for improvement.) Schermerhorn - Chapter 15

Managing Planned Change Phases of Planned Change Unfreezing: preparing for change Changing: making actual changes Refreezing: stabilizing after change Schermerhorn - Chapter 15

Schermerhorn - Chapter 15 Change Strategies Force-Coercion using power bases of legitimacy, rewards and punishment to induce change direct forcing political maneuvering produces limited and temporary results Schermerhorn - Chapter 15

Schermerhorn - Chapter 15 Change Strategies Rational Persuasion Strategies change through persuasion backed by special knowledge, empirical data and rational argument informational strategy which assumes that people are guided by facts and self interest What does statement below mean? People want control in their life—you give them ways to get control and they’ll be happy. Schermerhorn - Chapter 15

Schermerhorn - Chapter 15 Change Strategies Shared Power Strategies(Answers question on previous slide about control) identifies or establishes values and assumptions from which support for change will naturally emerge based on empowerment managers need reference power and strong interpersonal skills slow process -- fast can be better to get change over with Schermerhorn - Chapter 15

Overcome Resistance to Change by: Education and Communication Participation and Involvement Facilitation and Support Facilitation and Agreement Manipulation and Co-optation Explicit and Implicit Coercion Schermerhorn - Chapter 15

Schermerhorn - Chapter 15 Technological Change What problems do you have with technological change? Its likely that employees will have same problem. Schermerhorn - Chapter 15

Developing Organizations and Careers Organization Development Comprehensive approach to planned organizational change that involves the application of behavioral science in a systematic and long range effort to improve organizational effectiveness Schermerhorn - Chapter 15

Developing Organizations and Careers Goals and Process of Organizational Development outcome goals: focus on task accomplishments process goals: focus on the way people work together Process and goals are pursued simultaneously Schermerhorn - Chapter 15

Goals and Process of Organizational Development Establish working relationship Diagnosis Intervention Evaluation Achieve terminal relationship Schermerhorn - Chapter 15

Organization Development Interventions Organization-wide Interventions Survey feedback Confrontation meeting– sensitivity training (T-groups)sessions, encounter groups, marathon sessions Structural redesign Management by objectives (MBO) Schermerhorn - Chapter 15

Organization Development Interventions Team Interventions team building process consultation intergroup teambuilding Schermerhorn - Chapter 15

Goals and Process of Organizational Development Individual Interventions sensitivity training (T-groups) management training role negotiation job redesign career planning Schermerhorn - Chapter 15

Schermerhorn - Chapter 15 Stress A state of tension experienced by individuals facing extraordinary demands, constraints, or opportunities. Job-related stress goes hand-in-hand with the dynamic and sometimes uncertain nature of managerial work. Schermerhorn - Chapter 15

Schermerhorn - Chapter 15 Stress Work factors as sources of stress: Excessively high or low task demands Role conflicts or ambiguities Poor interpersonal relationships Too slow or too fast career progress Personal factors as sources of stress: Needs, capabilities, personality Non-work factors as sources of stress: Family events Economics Personal affairs Schermerhorn - Chapter 15

Schermerhorn - Chapter 15 Stress Consequences of stress Constructive stress Acts as a positive influence Can be energizing and performance enhancing Destructive stress Acts as a negative influence Breaks down a person’s physical and mental system. Can lead to job burnout and/or workplace rage. Schermerhorn - Chapter 15

Schermerhorn - Chapter 15 Stress Guidelines for coping with workplace stress: Take control of the situation Pace yourself Open up to others Do things for others Exercise Balance work and recreation Schermerhorn - Chapter 15

Look at these and use them. Change and Career Readiness behave like an entrepreneur seek feedback on your performance continually set up your own mentoring systems get comfortable with teamwork take risks to gain experience and learn new skills be a problems solver keep your life in balance Schermerhorn - Chapter 15